Assessing your own level.
WHAT SENIORITY IS NOT
Years served A title granted Knowing more technologies
WHAT IT ACTUALLY IS
Handling ambiguity without direction Making decisions others rely on Improving how the team works Being trusted with what matters
WHAT THE PRACTICAL TESTS ARE
Can you take a vague problem and produce a solution Do others come to you for judgement Do you anticipate problems rather than reacting Can you explain trade-offs to non-technical people
WHAT ANOTHER TEST IS
Whether you make others more effective.
WHY THAT ONE MATTERS
Individual output stops being the measure.
WHAT SUGGESTS YOU ARE NOT READY
Needing the problem defined before starting Building what was asked without questioning it Avoiding decisions
WHAT TO DO ABOUT EACH
Practise the opposite, deliberately.
HOW
Volunteer for something ambiguous.
WHAT TO ASK YOUR MANAGER
What specifically would demonstrate readiness.
WHAT TO DO IF THE ANSWER IS VAGUE
Ask for examples of people who progressed, and what they did.
WHAT TO BE HONEST ABOUT
Whether you want the responsibility.
WHY
Senior work is less building and more deciding.
WHAT TO AVOID
Seeking the title before the capability.
WHY
Expectations follow immediately, and falling short is public.
WHAT TO BUILD FIRST
The capability, visibly.
